Work Design

"Compensation wants me to get really specific on the job description so they can level the job against the market. Yet what I need today from this person is going to change in six months when the product line is actually up and running. How can we reflect that future need today?""I want my people to want to work hard, do great work, and be champions for our mission. I think we're a great company, we've got a great culture and our compensation is very competitive. I'm lost, however, on how lines of accountability are drawn in our matrix structure. Is that what keeps employees from fully engaging?""After our annual performance discussion, my employee brought me her job description to show that nowhere on it did it say she was responsible for customer service. She's the receptionist! It should be assumed that she's responsible for customer service and if she doesn't provide it, she doesn't get a bonus. Period."

Conditions for business success, and successful performance & rewards strategies, rest largely in well-defined jobs; 'well-defined' being unique to each specific organization. Organization goals, individual objectives, and rewards may line up on paper, yet they become irrelevant if people are being hired for, and told to work based on, a different definition of the role. Through our unique blend of Organization Development, Performance, and Rewards experience, we partner with you to review organization structure and job design strategies to ensure you are maximizing the ability to attract the desired competencies and empower your people to do their best work through both intrinsic and extrinsic motivation. Click the following for information on:- Strategy, Culture & Rewards Alignment- Goal Strengths/Gaps Analysis- Performance Strategies- Rewards Strategies